Influences of Organizational Behavior at the Workplace in China - Term Paper Example

INFLUENCES OF ORGANIZATIONAL BEHAVIOR AT WORKPLAE IN CHINA Name Course title Date Contents INFLUENCES OF ORGANIZATIONAL BEHAVIOR AT WORKPLAE IN CHINA 1 Contents 2 INFLUENCE OF ORGANIZATIONAL BEHAVIOR AT WORKPLACE 3 Executive summary 3 1.0 Introduction 3 1.1 Definition: Organizational behavior (OB) 4 2.0 Influences on Behavior 4 2.1 The individual 4 2.2 The group 4 2.3 The organization 5 2.4 The environment 5 3.0 Organizational culture and how it influences OB 5 3.1 Conceptual framework of organizational culture 6 4.0 Emotions in workplace 6 5.0 Deviant workplace behavior and leadership 7 6.0 Organizational citizenship behavior (OCB) 8 7.0 Conclusion and recommendations 9 INFLUENCE OF ORGANIZATIONAL BEHAVIOR AT WORKPLACE Executive summary In the latest years, there have been remarkable shifts in the configuration and function of associations. Developments in expertise as well as talent multiplicity have promoted a contemporary place of work full of talent and workflow inter-reliance. Thus, for a business to succeed in the current globe, it is important for businesses to be aware of the forces that could influence team’s outcome. An increasing demanding and psychologically taxing surroundings described by high antagonism, continuous renovation, improvements in expertise and superlative practices, as well as alarming uncertainty creates numerous pressures for skill multiplicity, quick response in addition to successful adaptation (Kaifi 650). Analyzing managerial performance is a continuing cycle of identifying areas of concerns, explaining the temporary as well as lasting connotations of each conduct, in addition to continuously expanding paramount performances and approaches that can assist an association change into a strong, high-performing and self-motivated unit. Thus, organizations require tough executives who are able to control the organization’s performance. It is the work of management to bring together the human being and the association in addition to providing a working atmosphere that allows the fulfillment of personal needs and the accomplishment of organizational goals. This report intends to examine the influences of organizational behavior in China and how they affect the productivity of organizations. 1.0 Introduction Persons and groups work together within the system of the official organization. Structure is created by administration to institute relations linking persons and groups, so as to offer order as well as to guide the efforts of the association into goal-seeking actions. It is through the formal arrangement that people conduct their directorial activities so as to attain ambitions and purposes. Performance is influenced by patterns of managerial systems, know-how, methods of headship as well as systems of administration by which managerial procedures are designed, directed and controlled. The essence of organizations revolves around the increase of shared meanings, attitude, principles as well as postulations that guide and are reinforced by organizational performance. Employees are major positive features to the organization. They serve as human assets to the business. Organizations utilize their employees’ talents, acquaintance and capabilities to carry out and execute their objectives. Organizations must therefore look for strong administrators who can manage organization’s performance. Managers who are aware of human resource management as well as tactical management are capable of influencing particular behaviors that assist in shaping the culture of an association. Influencing particular performances in an association can be a hard work to carry out due to several reasons. The main cause is that human beings are impulsive and have exceptional mind-set as well as perceptions. When they come into the labor force, they also come with their expectations along with knowledge to the workers which may not correspond to the association’s task. This forms immediate predicament that can be infectious to other workers. Taking control of such managerial problems is a conflict that does not end, and thus the call for studying organizational behavior. Being able to identify those problems and acting in response with well-formulated resolutions is what lots of managerial performance researchers and supervisors struggle for. The three key results of managerial activities are work performance, managerial loyalty as well as work life. In the current world’s increasingly dynamic, worldwide and competitive environment an understanding of the supervision of people resource is even more imperative for organizational continued existence and success. 1.1 Definition: Organizational behavior (OB) Organizational behavior is concerned with the study of the actions of citizens within a managerial setting. It entails the understanding, forecast and the management of individual behavior. It can also be said to be the study and appreciating of person and group performance as well as patterns of structure so as to assist in enhancing managerial performance and efficiency. It is a field of study that assess the impact that persons, groups and system have on performance within organization, so that such knowledge can be applied towards improving an organization’s efficiency. 2.0 Influences on Behavior 2.1 The individual Organizations are composed of their individual members. The person is a key facet of organizational performance, whether acting in segregation or as part of a team, in reaction to prospects of the association, or due to the pressure from the exterior surroundings. Where the desires of the person and the requirements of the association are unable to get along, frustrations and disputes would arise. It is the responsibility of the executive to bring together the person and the association and to offer a suitable environment that produces individual’s satisfaction as well as attainment of organization’s objectives. 2.2 The group Groups exist in all associations and are important to their operations as well as performance. The organization is made up of groups of people and roughly everybody in an association will be a affiliate of one or more groups. Unofficial groups are formed due to social requirements of people within the association. People in groups manipulate each other in more than one ways and groups could develop their own chains of command and leaders. Group demands can have a notable effect on the actions as well as performance of each and every member. A good understanding of group structure and performance not only offers information about personal conduct but also adds other elements to the study of organizational behavior (Kozlowski, & Ilgen, 93). 2.3 The organization Persons and groups interrelate within the structure of the formal association. Structure is created to institute relations connecting persons and groups, to offer order and structures as well as directing the efforts of the association into goal-seeking procedures. It is through the official structure that people conduct their organizational actions to attain endeavors and purposes. Behavior is influenced by patterns of structure, expertise, methods of headship as well as systems of administration through which managerial processes are designed, directed and supervised. The focus of attention should be on the impact of organization structure as well as the patterns of administration on the performance and actions of employees. 2.4 The environment The organization operates in cooperation with the wider exterior surroundings of which it is a part. The environment has an effect on the organization through several ways such as globalization, industrial and scientific growth, financial activity, communal and cultural influences as well as legislative issues. The outcomes of the function of the institute within its surroundings are revealed in terms of the administration of opportunities and threats as well as the regard for corporate responsibility and moral conduct. The escalating speed of change in ecological factors has emphasized the need for studying the organization in its totality in addition to the procedures through which the association tries to become accustomed to the external demands placed on it. Increasing globalization implies that organizations ought to act in response to diverse market demands and domestic necessities. 3.0 Organizational culture and how it influences OB Since organizations make use of their workers’ expertise, knowledge and capability to carry out and accomplish their objectives, then culture becomes the environment that surrounds workers at workplace all through. Culture is an influential tool that shapes employees’ job satisfaction, job relations as well as job processes. The culture of the association ought to be expanded to maintain constant progress on workers’ mode of carrying out their responsibilities as well as developing superior responsiveness. Organizational culture is a key determinant of a worker’s capability and success in carrying out their jobs. It determines how employees perform or conduct themselves in their jobs (Ritchie, 87). 3.1 Conceptual framework of organizational culture Organizational culture allows managerial life in such a way as to affect every feature of the association. Managerial culture also affects the production level of the association in the sense that it influences employee’s performance to work and it is the input of the worker to the organization that decides the organizational production level. Managerial cultures have an effect on the outcomes such as efficiency, performance, loyalty, self-assurance as well as moral actions. Organization culture is a set of values that assist organizational associates become acquainted with that which is good enough and that which is intolerable within the organization (Ojo, 7). Chinese culture puts more priority on families than the society. This has a great impact on organizations and how they operate. It affects the leadership as well as the way workers interact with one another. Chinese people fear losing face more than any other thing. They also do not like making decisions at individual level, like the Japanese. There could be some conflict of culture when international companies based in China recruit Chinese people as their employees. This results from the variation of cultures. There are four aspects of nationwide culture in China that could be used to explain cultural diversities and how they affect organizational behavior. These four dimensions are individualism- collectivism, power distance, uncertainty avoidance and masculinity-femininity. Organizations do not function in a societal emptiness but are subjective to the socio-cultural framework (Hofstede, 170). Thus, the socio-cultural aspects at a state level are expected to affect the scope of managerial practice preferred for the current framework. Research has shown that power distance is unconstructively connected to involvement and open communication. Human resources in cultures that have elevated power distance (multi-national companies) do not take part in decision-making processes. In such organizations, the structures are distinguished by top-down communication and superior formalization and innermost management (Hofstede, 177). Other multinational organizations in China are characterized by individualistic aspect (especially Japanese companies based in China). In individualistic social orders, people look forward to be recompensed due to their personal input, personal performance. Contest is vital to them and associations presume that workers are aggravated by financial and material inducements. On the other hand, organizations that are led through paternalism have larger concern for group and support. Executives are more apprehensive of the welfare of individual human resources (Walz, & Niehoff, 124). 4.0 Emotions in workplace Emotions have an intense effect on roughly everything we do in the place of work. Research has shown that our opinions, judgments and actions are affected by both cognition and feelings, but emotion has a greater influence. When working or interrelating with co-workers, people experience diverse emotions that form their permanent feelings towards the company, their executives, the occupation itself and so on. Research has shown that some people in China experience affirmative feelings as a natural trait while others experience pessimistic feelings. Both positive and negative feelings have an effect on a individual’s turnout, turnover as well as long-standing job attitudes. For instance, numerous studies of employees in China have shown that people with an unenthusiastic emotional attribute have lesser levels of occupation pleasure in addition to job burnout. In the Chinese culture, supremacy is adored and Familism and authoritarianism are highlighted. In Chinese associations, the senior-minor affiliation can be more than just a chain of command or work relationship; it could be complex by ethical human relationships. Compared with westerners, Chinese pay more attention on emotions permitting executives in Chinese associations to set up closer emotional relations with their minors that go beyond the associations themselves. To be the ‘in-group’ member is the ultimate that is aimed after. Executives develop exceptional relations with these ‘in-groups’ and give them additional favor, dependence, esteem and profit. In return, the privileged minors will demonstrate more trust, reverence and care towards their seniors. In this manner, a high level of relations is formed. This high quality senior-minor connection not only profits the management, but also has a constructive influence on member’s stance towards the organization as well as managerial loyalty. However, it has been reported that the affiliation has an unconstructive impact on turnover (Williams, & Anderson, 164). 5.0 Deviant workplace behavior and leadership In place of work many people come together and express diverse behaviors. Each of these behaviors has diverse consequences to the persons working in the association as well as to the whole organization. Deviant workplace behavior is linked to huge costs. Up to 75 percent of human resources have engaged in deviant action such as theft, misappropriation, destruction, interfering with or non-attendance. Almost 80 percent of organizations in China report deviant actions especially absenteeism. Unethical actions in organizations are also being contributed by the executives by either directly committing the disreputable acts or indirectly by the role they play in running the moral conduct of association members. Executive managers set the moral tone at the top of associations and shape their official and unofficial moral cultures. There is clear evidence that administrative leaders perform an imperative task in communicating moral principles and using incentives and penalties to strengthen normatively suitable behavior. In China, superior executive’s concern for moral values has proved to affect an association’s standards or compliance-oriented strategy to ethics management and its assimilation of moral principles into daily activities like performance appraisals. Executives usually have an effect on employee’s moral behavior. For instance, employees’ view that their seniors and administrators earnestly care about moral principles has been linked with low immoral behavior in association. Leaders can also influence their followers by way of modeling process to be moral or immoral. Leaders who take part in unscrupulous behaviors form a framework supporting parallel deviance, implying that employees may obverse and are likely to mimic the unsuitable demeanor (Kozlowski, & Ilgen, 112). If superiors are recompensed for immoral conduct, the lesson for their juniors becomes chiefly strong. For instance, the CEO’s WorldCom’s, Bernie Ebbers and Enron’s Ken Lay were commemorated by monetary analysts and the media as outstanding administrative managers who disregarded normal wisdom as they repeatedly outshined Wall Street’s temporary financial prospect. They were celebrated without caring the way they used to achieve those results. This led their minors to follow their leads and became skillful at discovering new and immoral methods in which to contribute to those outcomes. 6.0 Organizational citizenship behavior (OCB) Organizational citizenship behaviors (OCB) explain measures by which workers are prepared to supersede their prearranged responsibility demands. Earlier hypothesis suggests and a number of researches uphold the conviction that these actions are associated with indicators of managerial efficiency. The current research observed interaction between OCB and two indicators of managerial efficiency the proficient use of employees and apparent service quality – for bank branches in China. The outcome supported a connection linking the OCB aspect of self-sacrifice to the proficient employ of workforce. A number of studies have revealed that OCB are absolutely correlated to indicators of person, entity, and managerial conduct (Walz and Niehoff, 135). Organ (1988), in his latest work, recommended that elevated levels of OCB ought to lead to a more competent association and facilitate bringing novel assets into the association. In Organ’s clarification, securing desired resources refers to attracting new members and fresh supplies, as well as intangible things such as business good will, or the external figure and status of the business. Thus, consumer perceptions of the association’s merchandises or services could be an exterior evaluation of efficiency that is affected by OCB. Walz and Niehoff (108) tested this explanation and discovered that aspects of OCB were considerably connected to measures of bistro effectiveness and customer fulfillment in a study of fast foodstuff restaurant human resources in China. These results relating to effectiveness and customer pleasure are undeniable, signifying that as workers assist each other and supersede their prearranged responsibilities for the organization, the association experiences both inner and exterior achievements. Operations become smoother and clientele recognize improved service (Smith, Organ, & Near, 87). 7.0 Conclusion and recommendations Organizational culture is a system of collective significance within an association that decides, to a greater amount, how human resources operate. It corresponds to a general opinion held by the organization’s human resources. In each organization, there are structures or patterns of principles, symbols, customs, traditions as well as practices that develop with time. These collective values determine, to a larger level, what workers see and how they act in response to their world. Adequate motivational factors ought to be put in place in the organization for human resources since it enhances worker living standard and thus gingers employee towards attaining higher productivity. References: Hofstede, G. Culture’s consequences: Comparing values, behaviors, institutions, and organizations across nations (2nd ed.). Thousand Oaks, CA, USA: Sage. 2001 Kaifi, B.A. Understanding organizational behavior. Presentation at Carrington College California on July 6, 2010 from 9:15AM to 10:00AM and also 11:30AM- 12:15PM. 2010 Kozlowski, S. W. J., & Ilgen, D. R. 2006. Enhancing the effectiveness of work groups and teams. Psychological Science in the Public Interest, 7(3), 2006. Nelson, D.L., & Quick, J.C. Organizational behavior 7th ed. Mason, OH: Cengage Learning. 2011 Ojo, O. Organisational Culture and Corporate Performance: Empirical Evidence from Nigeria, Journal of Business Systems, Governance and Ethics, Vol. 5, 2010 Organ, D.W. Organizational citizenship behavior: The good soldier syndrome. Lexington, MA: Lexington Books. 1988 Ritchie, M. Organizational Culture: An Examination of Its Effect on the Internalization Process and Member Performance. South Carolina: Southern Business. 2000 Shani, A.B. and Lau, J. B. Behaviour in Organizations: An Experiential Approach (8th ed.), New York: McGraw-Hill Irwin. 2005. Smith, C. A., Organ, D. W., & Near, J. P. Organizational citizenship behavior: its nature and antecedents. Journal of Applied Psychology, 68, 1983 Walz, S. M. & Niehoff, B. P. Organizational citizenship behaviors: Their relationship to organizational effectiveness. Journal of Hospitality & Tourism Research, 24: 2000. Williams, S. K., & Anderson, J. S. Teams lab: Promoting effective teamwork in operations management classes. Decision Sciences Journal of Innovative Education. 6(1), 2008. Read More